Accenture Life Sciences

Five Branded Generics Strategies to

Master for Global Pharmaceuticals
in Emerging Markets
By Tina Gilbert, Arda Ural and Myriam Lopez
2 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
Introduction
Emerging markets can be tricky for pharmaceutical players that
are more comfortable operating in a developed market environment,
but coming to terms with the unique challenges these markets
hold may separate winners from losersespecially as the
competitive battlefield shifts to a more global footing. Emerging
markets are home to more than 70 percent of the worlds population,
covering 46 percent of its landmass and are generating 31 percent
of its GDP1. Thus, they represent the next big growth engine for
the industry. Whats more, a recent study2 forecasts that by 2016,
emerging marketsincluding Brazil, China, India, Indonesia,
Mexico, Russia, and Turkeywill account for 30 percent of
international pharmaceutical spending. As a result, cracking
developing markets has become an agenda-topper for many
industry CEOs. Emerging markets are further complicated by the
fact that no two countries are the same. Brazil has different
market and consumer dynamics than China or India due to socio-
demographic, economic, governmental and regulatory factors.

Pharmaceutical market dynamics are known as branded generics. These are

fundamentally different in emerging
markets compared to developed ones.
The underlying reasons for these differences
include different or virtually nonexistent
reimbursement systems, limited access
to healthcare and unique pricing and
distribution aspects. In addition, multinational
companies (MNCs) face compliance risks
that require management in accordance with
strict policies, including the U.S. Foreign
Corrupt Practices Act (FCPA) and its UK
equivalent. In some cases, failure to comply
has led to high turnover among emerging
market general managers, especially in
countries that have entrenched, corrupt
business practices.
But perhaps the most important difference
in these markets is that big pharma
companies often feel a need to compete
more aggressively with a class of products
generic versions of products sold either
by the original manufacturer of the patented
drug or by generic manufacturers that
build up brand equity for their generic
versions of the medication, which they
introduce right after the patent expires
on the original product. The original
manufacturers attempt to build on the
name recognition of the branded drug
to maintain market share in face of the
generic manufacturer(s). On the other hand,
generic manufacturers strive to build their
brand equity with support from their sales,
marketing and medical organizations.
Given these realities, global pharmaceutical
companies, with a core competency in
commercialization and R&D, need to either
compete with or against the branded generics
to be successful in the emerging markets.

3
 Why branded generics
matter in emerging markets
The genesis of branded generics in emerging markets is a pragmatic
response to some hard local market realities. Historically,
pharmaceutical companiesmuch as they do in developed
economieshave attempted to enforce intellectual property
(IP) rights in these regions as their economies became more
globally integrated. From the start, however, big pharma players
often had to compete against generic versions of their own
medications, which in many developed countries are protected
by law. The Indian market, for example, is inundated with
copycat generic drugs and low-cost chemically similar versions
due to historically weak patent laws and government-induced
pricing controls.3

These market conditions, coupled with The favorable margins of branded generics
lower consumer disposable income levels can provide room for a meaningful amount
and the inability of emerging market of promotional spending. Our research
governments to afford novel medications4 shows that emerging market healthcare
at developed country prices, helped to foster providers trust branded generic products the
a new, branded generics product segment. same way they rely on other novel medications
because they have been in use for a long
Just how well do branded generics measure timein some cases for decades. And given
up against branded and pure generic products the often-global reputations of the MNCs,
from a profitability perspective? The there is also an element of intrinsic trust
popularity of branded generics over pure in both the quality of branded generics and
generic products also varies by country with the companies that sell them.
branded ones enjoying a higher price leading
to more favorable margins when compared
to pure generics. In India, branded generics
and originator (off patent) brands dwarf
pure generic products, whereas in many
developed markets such as the United Kingdom
and United States, unbranded generics make
up about half the overall category total.
Branded generics typically offer higher
margins than either over-the-counter (OTC)
or pure generic offerings.

4 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
5
Key success factors
with branded generics
in emerging markets
While the branded generics play in emerging markets offers
pharma players opportunities to expand, success is not certain.
To improve the odds, MNCs should consider the following five
winning elements of successful branded generics strategies.

Enhance contracting Establish sustained local

capabilities
Create high-volume sales
opportunities to overcome low
margins on off-patent products
Ability to manage Accounts
Receivables and credit risk
capabilities with strong
local talent
Local manufacturing is a show of
goodwill to local authorities
High demand for local talent is
making hiring/retention expensive

Key Success
Factors with
Bolster the sales force Engage in portfolio
Branded Generics
with multi-channel marketing
engagement in Emerging Physician engagement and
Create trust and recognition Markets brand equity are critical for
among healthcare providers success

Provide lower-cost solutions Enable sales teams to promote

for lower priced markets multiple products with
physicians

Recalibrate regulatory
affairs
Ability to file for the fastest route
for approval to outpace generics
Know how to navigate
government relationships

6 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
1.
Establish sustained
local capabilities
with strong local
talent
Establishing local capabilities in emerging
markets can be a challenge for global
pharma players, but the benefits can be
significant. Local production can help
organizations shorten supply chains, avoid
currency fluctuations and better understand
a markets unique aspects, including
distribution oddities. Furthermore, setting
up local R&D capabilities can help companies
attune their product portfolios to meet the
urgent needs in the country, and hiring and
retaining local talent can enable firms to
benefit from emerging markets resources.
While these opportunities are not exclusive
to branded generics, they are important for
a successful branded generics strategy.
Manufacturing and distribution
In developed markets, supply chains often
function best when guided by a central
command center that has a clear view of
the global supply and demand capacity of
a companys product portfolio. This setup
works well for many MNCs, which typically
employ a refined sales and operations
planning (S&OP) process enabled by
enterprise resources planning (ERP) systems.
This combination enables them to allocate
capital efficiently, acquire raw materials,
optimize their manufacturing architecture
and move inventory while optimizing the
cash position.
However, in an emerging market setting,
the central command center approach
often faces some unique challenges. For
example, supplying the market cheaply and
quickly can be an important success factor
in these markets because it can foster an
environment in which the shelves in the
pharmacies remain stocked. Across many
emerging markets, pharmacies are owned
and operated by individuals and thus
offer a less predictable order horizon than
pharmacy chains. Even where there are
large pharmacy chains, such as in Latin
America, Russia, and China, companies
sometimes move smaller quantities on a
constant basis, which calls for more of a
just-in-time approach to distribution. Given
the fact that accounts receivable (A/R) is
often a major stumbling block and a risk
of doing business in all emerging markets,
with days sales outstanding (DSO) levels
reaching as high as 180 days or more,
the agility of the supply chain can play a
much more critical role here than it does
in developed markets that benefit from
established processes and systems.
Retail pharmacies in developed markets
typically both distribute and dispense
medicine. In emerging markets, pharmacists
can be active care providers and can often
if the consumer is willing to payoffer
for-prescription remedies in absence of
any medical training. As a consequence,
they can play an influential role as to which
medications are dispensed, even if the
patient does not have a prescriptiona
situation that occurs very frequently.5 The
pharmacist thus suggests, and in many
cases decides, which generic product to
dispense, if an option is available. In effect,
if the patient cannot afford the branded
original product due to its higher price, the
pharmacist can offer the next-best product,
such as a branded generic supplied by a
local manufacturer. And while having a trained
pharmacist intervene in the medication
regimen can provide certain benefits, especially
for chronic conditions such as hypertension
or diabetes, it is not uncommon to see even
pharmacist assistants playing this critical role.
Given this local decision point, MNCs should
explore ways to incentivize and train
pharmacists to dispense their own branded
generics instead of locally produced
alternatives in these situations. Economically,
branded generics can be more profitable
for pharmacists, since they typically offer
better payment terms and larger discounts
when compared to novel branded medications.
However, MNCs could be at a disadvantage
here, since theyunlike some local producers
can face stricter reporting standards
regarding their accounts payable terms.
MNCs should endeavor to understand
that the distribution picture could change
dramatically from country to country. In
Mexico, for example, supermarkets have
begun to carry pharma products, and drug-
store chains are also emerging. Distributors
in Russia tend to enjoy high levels of influence
due to the markets network of regional
formularies, and the Indian distribution
network and marketplace are both highly
fragmented. Dealing with these dynamics
can be a challenge for MNCs trained to
operate in developed markets, but unless
they understand and act to overcome them,
their branded generics initiatives could
be less effective than anticipated. Critical
factors for creating an effective emerging
market distribution network strategy include
cultivating a deep understanding of consumer
needs in areas such as credit and supply
predictability, as well as providing adequate
assurances that this is a genuine product,
not a counterfeit.
Having a local manufacturing or distribution
center presence can be the key to continued
participation in a number of emerging
economies, and some governments even
require companies to establish in-country
operations to gain access to the market at
all. Other countries, such as Brazil, make it
very difficult for companies without local
operations to compete by imposing import
duties or tariffs that often boost import
prices far beyond those charged by local
competition.6 As a result, localization
has been a key element of the Brazilian
pharmaceutical market, and numerous
global pharmaceutical companies are
now using Brazil as a production platform.
Additional benefits of local production can
include local and national tax advantages
and lower production costs. The cost to
manufacture a drug in India, for example,
is about 40 percent lower than in a developed
country.7 Russia and China are also evolving
into even stronger examples of the need for
local manufacturing.
7
Research and development
The announcement in December 2011 that
Merck planned to establish a new research
and development (R&D) headquarters in
China as part of a $1.5 billion investment
over five years represents a milestone in
MNC attempts to establish an integrated
presence in the emerging market landscape.
As most MNCs move into China, this strategy
can be interpreted two ways. First, it allows
companies to gain access to an educated local
workforce, enabling them to dial up discovery
functions at a lower cost. And second,
establishing the company as a net investor
in an emerging market can boost its influence
with local governments, which almost always
act as monopsony players (i.e., a single
buyer with multiple sellers) in countries
that lack a healthy commercial insurance
segment. The case of China in particular,
is a good example, where drugs developed
locally often enjoy a semi-official fast track
for reimbursement by local authorities that
may save them years in the process.
While pharmaceutical industry R&D has
traditionally been a slow process, in India
the adoption of reverse pharmacology has
provided production efficiency gains, helped
manufacturers to test generic drugs more
quickly and thus helped to increase the
speed to market. The ability to bring relevant
products quickly to market at low price
points has been instrumental for domestic
players in shaping the Indian market on
their terms.
Partner with local players
Successful MNCs often create partnerships with local companies with deeper
expertise in the local market and perhaps more support from the local
government. Bayer HealthCare, for example, recently launched a joint venture
with Cadila, one of Indias largest privately held pharmaceutical companies.
These ventures are also often designed to establish a new base for expansion
into other emerging markets. In 2009, GSK signed an agreement with Indias
Dr. Reddys to develop and market selected products across a variety of
emerging markets.8
Another recent development is the practice
of enrolling ever-larger patient populations
from emerging markets for clinical trials.
Doing so can help to speed up patient
recruitment, which appears to have been
an operational obstacle for clinical stage
development. Due to lower treatment rates
in emerging markets, the ability to find
more eligible patients has often attracted
drug developers (and the contract research
organizations they use) to these geographies
to perform Phase II and III clinical trials.
This practice can also help to speed up
the approval process with emerging market
regulatory authorities, because many sub-
mission packages are mandated to include
clinical outcomes data for local populations.
However, MNCs should consider striving
for full transparency in such trials which
can help to avoid the potentially negative
perception that they are taking advantage
of local populations, whose protections
from negative outcomes may be lower than
those in developed markets. This issue is
exemplified by claims made by an African
government concerning clinical trial
recruitment for an antibiotic tested by
a large global pharma company, and led
to a major public relations issue that was
drawn out over many years.
Becoming involved locally can actually
enhance a big pharma players image in
the eyes of local healthcare providers,
positioning it as a progressive and innovative
company that supplies high quality products.
However, companies should consider
weighing the costs and benefits associated
with establishing local R&D capabilities.
Many other factors can play into this equation,
including nationalistic protectionism, which
promotes investments in local technologies
by blocking the entry of MNCs and negative
popular perceptions of government officials
caused by their pricing, payment and
coverage decisions that focus on containing
healthcare costs.
Local talent
Since both MNCs and local branded generic
manufacturers invest heavily in emerging
markets, the war for talent is a key success
factor. However, this pervasive demand for
talent can make the cost of hiring individuals
with the right skill sets disproportionately
expensive. In some cases, this trend has
actually reversed net immigration flows to
developed markets.
Talent acquisition costs are also increasing
steadily, bringing the fully-loaded cost of
a pharma sales rep in China, for example,
closer to developed country levels. In some
Eastern European countries and Russia, it
is a common practice to hire physicians as
sales reps, because doctors can often earn
multiples of their government-paid salaries.
Continuing education, training and sustainable
career paths in a MNC remain important
attributes in the war for local talent. However,
MNCs may be slowly losing this edge to
local branded generic manufacturers, which
historically have attempted to lure talent
away from big pharma companies once people
complete their initial training and gain
hands-on multi-national commercialization
experience. Now, the local players offer
similar perks and career paths as well.
In general, rates of attrition seem to be
uncharacteristically high in emerging markets,
since companies do not shy away from
stealing trained talent from anyone, anywhere.

8 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
2. The ability to create strong brand equity
by engaging in portfolio marketing is a key
factor for success with branded generics in
Engage in portfolio emerging markets. The strength of the sales
and marketing organization and its capabilities
marketing in terms of field sales, promotions, market
research and medical services can play a
critical role in creating such brand equity.
Physician engagement and the creation of
brand equity can be even more important
for the success of the branded generic when
the original drug has been off-patent for
some time and other generics have already
been launched in the market.
Companies with a branded generics portfolio
tend to have divisions focused on certain
therapies. This can foster the opportunity
for them to increase their depth in a specific
therapy by conducting focused market
research and to develop a good understanding
of a markets medical needs, which in turn
can help them to gain recognition among
physicians. For example, Sandoz remains
the leader in tuberculosis therapy in India
because it has the most relevant portfolio,
which it markets as a comprehensive package.
Leveraging a portfolio of products can allow
companies to benefit from synergies as they
execute their strategy and develop a market
presence. Engaging in portfolio marketing
can generate efficiencies by enabling field
sales teams to promote multiple products
with physicians, further improving their
ability to succeed in this competitive market
with a branded generic. The MNCs know-
how regarding the specific therapies and
the market can further improve their speed
to market, thus building their local brand
equity. Novartis business in India is a perfect
example of this approach, as most of the
investment has been focused on creating
awareness of diseases among local populations
in rural settings under an umbrella brand,
Arogya Parivar, which means good family
health in Hindi.
Promotional activities can help MNCs
maintain the relevance of branded generic
offerings in a market, and doing upfront
portfolio lifecycle planning and taking steps
to understand target segment needs can
place the MNC in a strong commercial
position with its branded generic offerings.

Sponsor certification and training programs

Pharmaceutical companies can build their emerging market presence by
sponsoring local certification and training programs in collaboration with local
and international institutions. Educating customers about a companys products
and the diseases they address can raise awareness and generate new revenue
opportunities in markets that may have less understanding of Western medicine.
One avenue involves the creation of training regimens to certify physicians in
the use of a companys product. Novo Nordisk, for example created the Changing
Diabetes in Children Program (CDiC) which addresses barriers for children
living with diabetes in developing countries. The program provides free insulin
and supplies, in addition to a comprehensive training manual for healthcare
professional and diabetes educators.9

9
3. The regulatory affairs department of a
MNC typically plays a different role when
dealing with branded generics in emerging
In many markets, established relationships
are an important element of regulatory
affairs performance and it is not unusual
Recalibrate markets than it does generally in developed
countries. In fully industrialized economies
for former government officials and/or
regulators to join the ranks of local or
regulatory affairs the regulatory affairs function primarily
focuses on providing guidance about a new
multi-national companiesa practice
common in India. MNCs are often required
products labeling and seeks to optimize the to navigate these cultural norms and
ability to promote products on a post-approval manage the risks to which they may be
basis while ensuring full compliance. In exposed concerning their governing compliance
emerging markets, on the other hand, the policies, while at the same time being clear
ability to accelerate the companys go-to- when it comes to intent and desired outcomes.
market capability by moving the branded
generic application dossier through multiple Overall, MNCs that play in the branded
bureaucratic hurdles is a key capability that generic space often benefit from a versatile
regulatory affairs personnel must master. regulatory affairs function that can enable
Turkey, for example, can be a difficult market smooth and agile go-to-market performance.
for pharma players due to its challenging
regulatory environment, which causes a
significant backlog in the registration process
typically from 18 to 36 months.10 Likewise,
the strong influence of the Chinese
government and the uncertainty around
future healthcare regulatory reforms make
China a complex market for MNCs.

Give back
Non-profit engagements can offer a way for pharmaceutical players to build
brand strength in emerging markets that is consistent with their corporate
philosophy of improving healthcare. Contributing to the local economy or
infrastructure can help build goodwill and winning over a customer base that
recognizes a companys brand. It also can become a vehicle to elevate the
corporate image to attract and retain local talent who feel particularly proud
about working for the company.

10 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
4. In-person, face-to-face interactions remain
a core strategy for marketing products to
providers in emerging markets. Many MNCs
A multi-channel marketing strategy leveraging
newly adopted channels (such as digital
access) has the potential to reach a broader
Bolster the are investing in sales reps, who play a vital
role in product education and relationship
audience to deliver core branded generics
messaging. One key goal of this strategy
sales force with building. However, as emerging markets
grow and an increasing number of individuals
is instilling trust and recognition among
health care providers and consumers for

multi-channel have access to healthcare in these markets,

MNCs should consider taking an integrated,
the pharmaceutical parent company. Sales
reps may then have an opportunity to

engagement multi-channel approach. focus on reinforcing this messaging in

A well-executed multichannel approach
can achieve goals and accelerate results by
extending the sales force through digital
and on-line interactions. For example, China
has 120 cities with populations that exceed
one million, and 832 million people in more
rural areas now have access to healthcare.11
Even faster growth rates appear to be
occurring in mid-size cities. While many
MNCs have been aggressively pursuing market
access in China, few have successfully
penetrated the Chinese market and achieved
sales or geographic scale.12 To keep pace
with the rate of change, to maximize their
growth potential and effectively compete
with local firms, MNCs should consider
leveraging non-traditional channels that
go beyond the individual sales rep.
strategically important markets where
providers may be more likely to be receptive
to e-Detailing and e-Learning applications.
In the case of China, for example, it has
been said that reps should focus on the
cities with the largest, most technologically
advanced populations.13, 14
In general, providers in emerging markets
will likely continue to rely on individual
interactions with sales reps as a means to
gain trust and educate practitioners about a
product. However, specifically for branded
generics, an integrated multi-channel
strategy can enhance the brand and provide
lower-cost solutions that align with these
lower priced markets.

Innovate to access health care providers

Some pharma players are experimenting with innovative ways to reach health
care providers. For example, pharmaceutical sales reps in China often have
difficulties meeting with doctors in person due to high patient loads, time
pressures and a variety of other factors. In addition, in Turkey and Russia, there
is an emerging trend by governments to limit sales rep access to physicians. As a
consequence, some companies are exploring new ways to reach doctors through
digital channels such as the Internet and email.

11
5. In many emerging markets, the contracting
or tendering process is an area of focus for
MNCs. As a result, cultivating effective
Enhance contracting contracting capabilities is a strategy that
can help MNCs win the branded generics
capabilities game. Currently, the emerging market
tendering process is typically low-tech
and reactive rather than proactive. In
many markets, the individuals in charge
of contracting and tendering processes
simply use Microsoft Excel spreadsheets
to track historical bid prices, and decision-
makers lack ready access to data or the
tools they need to drive actionable insights.
In order to compete with local players in India
such as Ranbaxy and Dr. Reddys, MNCs
could benefit from viewing contracting and
tendering as a commodities game involving
a robust and dynamic pricing capability, rather
than one focused on brands. Additionally,
the tendering process for off-patent
products includes the additional complexity
of dealing with generic competitors whose
price points are generally unknown. Preparing
multiple bidding scenarios can help MNCs
deal with the potential inconsistencies that
can arise when customers have low levels
of influence over the prices they pay. One
often-valuable discounting strategy involves
offering incentives for purchases across
an MNCs portfolio of products, which can
help companies sell both patented and off-
patent drugs and MNCs can incorporate as
appropriate in the local market. MNCs can
gain market share and potentially create
positive prescribing spillover for off-patent
drugs, which is often difficult to execute in
a low transparency market.
Tenders, typically the main source of high-
volume sales opportunities-often gain even
more importance in the overall commercial
plan. As a consequence, identifying tenders
by investing in third-party aggregating
services or by establishing data-sharing
relationships with distributors may be
essential to finding profitable opportunities
in this product segment. MNCs are largely
dropping out of this game (e.g., in Brazil)
and where they continue to play (e.g.,
China), the pressure is intensifying.

Understand generic drug pricing

Pharmaceutical companies should also cultivate a better understanding of the
generic drug markets in target countries. Many have strict government-enforced
pricing measures including reference pricing that would use an average of prices
in a basket of low-price countries as a benchmark to determine the price in the
home country. The Chinese government, for example, has created an Essential
Drug List (EDL), which has reduced pricing on many off-patent Western drugs,
and many hospitals and pharmacies are restricted to providing only generic
products from the EDL. Such price limits, as well as large low-income consumer
populations, tend to favor generic drugs.

12 | Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
13
Conclusion
Branded generics in emerging markets present a viable avenue
for potential growth for big pharma players, but companies need
to understand the often-unique challenges they face in pursuing
this opportunity. With the increasing pressure on government
budgets and cost containment, the window of opportunity that
the branded generics present may not stay open for long. Therefore,
MNCs should consider exploring and pursuing a select combination
of the strategies discussed in this publication with a sense
of urgency.

The five elements of a winning branded generics game-plan

described here can help leaders identify potential gaps in their
go-to-market plans, and help prepare them for the sometimes
unconventional aspects of doing business in many of these markets.

Five Branded Generics Strategies to Master for Global Pharmaceuticals in Emerging Markets
End notes
1 Credit Suisse Global Investment Returns
Yearbook 2010, Elroy Dimson, Paul Marsh,
Mike Staunton, Jonathan Wilmot.
2 IMS Health, The Global Use of Medicines:
Outlook Through 2016, July 2012, Page 3.
3 India: Good Endings, Good Beginnings,
Pharmaceutical Executive, September 2011.
4 Drugs that offer benefits that are
differentiated from those offered by other
products in the market.
5 Use of antibiotics without medical
prescription, Dalton Espndola Volpato,
Brbara Vicente de Souza, Luana Gabriela
Dalla Rosa, Luz Henrique Melo, Carlos
Antonio Stabel Daudt, Luciane Deboni,
Brazilian Journal of Infectious Diseases,
Vol. 9 no.4 Salvador, August 2005.
6 2011 National Trade Estimate Report
on Foreign Trade BarriersBrazil, Office of
the United States Trade Representative.
7 Indias Potential as Part of a Global
Pharmaceutical Value Chain, Alexander
Meyer auf der Heyde, Sriram Shrinivasan,
Sebastian Schweitzer, Accenture.
8 Fast Forward to Growth, Rob Hayward,
Armen Ovanessoff, Athena Peppes, Kuangyi
Wei, Paul Nunes, Mark Purdy, Matthew
Robinson, Mark Spelman, Vanessa Rossi,
Accenture, January 25, 2012.
9 Novo Nordisk to Reach 2500 Children in
India with Free Insulin and Diabetes Care,
Novo Nordisk Press Release, September 7,
2011.
10 Country Report; Turkey, Steve
Kretschmer, Pharmaceutical Market Europe,
May 2011.
11 Digital Channels Reaching Doctors in
China, Anne ORiordan, Kher Tean Chen,
Accenture, December 21, 2011.
12 What it Takes: Launching Successful
Products in Chinas Pharmaceutical Market,
Anne ORiordan, Kher Tean Chen, Andrew
Yu, Accenture, July 19, 2011.
13 Digital Channels Reaching Doctors in
China, Anne ORiordan, Kher Tean Chen,
Accenture, December 21, 2011.
14 What it Takes: Launching Successful
Products in Chinas Pharmaceutical Market,
Anne ORiordan, Kher Tean Chen, Andrew
Yu, Accenture, July 19, 2011.
15
About the authors
Kristina Gilbert is a senior executive in
Accentures Management Consulting
practice. Kristina brings over 14 years
of experience consulting with global Life
Sciences clients on strategy, new commercial
models and emerging markets growth
opportunities, including building commercial
capabilities for new markets, customers,
and go-to-market approaches. She is based
in Philadelphia, Pennsylvania.
kristina.l.gilbert@accenture.com
Arda Ural is a senior manager in Accentures
Life Sciences Strategy practice. Prior to
joining the firm, he was a VP Strategic
Marketing at Becton Dickinson (BD) and
served as the SVP Marketing & Sales for a
start-up biotechnology company Eyetech
(later acquired). He started his career at
Pfizer In Turkey and over 10 years had
global and US commercial responsibilities.
Arda is based in New Jersey.
arda.ural@accenture.com
Myriam E. Lopez is a senior manager
in Accentures Management Consulting
practice. She brings over 12 years of
Life Sciences experience in industry and
consulting. Myriam has focused on helping
organizations with the creation of their
growth strategy, market expansion approach,
emerging markets penetration plan, and
capabilities development roadmap. She has
led the global launch of several medical device
products. Myriam is based in New Jersey.
myriam.e.lopez@accenture.com
Copyright 2012 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
Contact us
Kher Tean Chen () is a senior
executive in Shanghai, China.
kher.tean.chen@accenture.com
Marcelo Duerto is a senior manager based
in Buenos Aires, Argentina.
marcelo.v.duerto@accenture.com
Sriram Shrinivasan is a senior executive in
Mumbai, India.
sriram.shrinivasan@accenture.com
The authors would like to thank
Olivier Jarry3xBL Consulting
for contributing to this article.
Accenture Life Sciences
Rethink Reshape Restructure...for better patient outcomes
About Accenture
Accenture is a global management consulting,
technology services and outsourcing company,
with 257,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehensive
capabilities across all industries and business
functions, and extensive research on the
worlds most successful companies, Accenture
collaborates with clients to help them
become high-performance businesses and
governments. The company generated net
revenues of US$27.9 billion for the fiscal
year ended Aug. 31, 2012. Its home page is
www.accenture.com.
Life Sciences Practice
Accentures Life Sciences practice is
dedicated to helping companies rethink,
reshape or restructure their businesses
to deliver better patient outcomes and
drive shareholder returns. We provide
consulting, outsourcing and technology
around the globe in all strategic and
functional areaswith a strong focus
on R&D, Sales & Marketing and the Supply
Chain. We have a long history of working
hand in hand with our clients to improve
their performance across the entire Life
Sciences value chain. Accentures Life
Sciences practice connects more than
10,000 skilled professionals people in over
50 countries who are personally committed
to helping our clients achieve their business
objectives and deliver better patient
outcomes for people around the world.